The Automotive Leaders Podcast

Stellantis reverses controversial changes in contract terms for suppliersHere's the Automotive News articleGood move but what's next? how will Stellantis rebuild supplier trust?We're taking a break, recording from Wales, and changing habits and routines.Time to challenge your thinking and listen to an episode outside of your industry silo.Try one of these:Episode #35, David Chislett, Chief Activator & Weapon of Mass Creation Episode #33, Aled Miles, President & CEO of Sauce LabsEpisode #29, Clint Bruce, Former Navy Special Warfare OfficerEpisode #18, Michael Chime, Generation Z CEOEpisode #12, Nick Norris, Navy SEALEpisode #08, Kristy Fercho, Head of home lending at Wells Fargo & Chair of Mortgage Bankers AssociationEpisode #03, Laura Lawson, Chief People Officer - United Wholesale Mortgage

Regret is a “peculiar emotion,” says Daniel Pink. “People regret inaction more than they regret taking action.”What’s more, regret is universal — and healthy. But it’s in need of a rebrand. In his new book, “The Power of Regret: How Looking Backward Moves Us Forward,” Dan turns the conventional wisdom about regret into a positive force for change — and offers crucial lessons for leaders who strive for authenticity and gravitas. For those of us in the automotive industry, his analysis is especially apt. We can't afford to miss the opportunities we have in this moment of massive industry disruption. We should not look back and see the decisions we make as inadequate or obsolete. Dan's book includes insights from the last 50 years of social psychology, neuroscience, cognitive science, and developmental psychology, as well as his own groundbreaking research. His findings help us better understand what we as leaders can do to help our teams reach their full potential. (Spoiler alert: It's not about "command and control" or staying in our comfort zones.)Host Jan Griffiths welcomes Dan to discuss how regret can be a catalyst for change, particularly for automotive leaders. Other themes discussed on this episode: Why "doing the right thing" might just mean disrupting our fossil fuel-driven industryHow to choose comfort over discomfortMaking the choice to go back to the office (or not)What a traditional Japanese method of mending pottery can teach us about improving workplace culture  Featured Guest: Daniel PinkWhat he does: Dan is the author of seven books, five of which are New York Times bestsellers. His latest is “The Power of Regret: How Looking Backward Moves Us Forward”. Prior to his publishing career, Dan worked in various roles in politics and government, including as the chief speechwriter to Vice President Al Gore.On Gravitas: “It’s a mix of authenticity, credibility, and vision — all those three things combined. Authenticity, because the person is being true to herself. Credibility means that other people look at the person and can trust that person — trust not only their morality and what they say, but also trust their competence. And then vision. You can be an authentic person who has credibility and technical skill, and if you have no vision, you don't go anywhere.” Episode HighlightsTimestamped inflection points from the show[3:57] Who is Daniel Pink? Dan describes himself as a citizen, a father, a husband, and a writer — whose “story is unfinished.”[7:06] Age of reason: One of the few demographic differences Dan uncovered is that younger folks tend to split their regrets somewhat equally between action and inaction. But as we age, “inaction regrets take over, almost by about two-to-one margin,” he notes.[11:56] Cultural mosaic: The four categories of regret can give us clues about what makes a coherent corporate culture, says Dan. Fair pay and physical safety are basic values that mirror foundational regrets. Psychological safety is necessary for people to feel comfortable speaking up and taking chances, thus preventing “boldness regret.” The other two are more self-evident: Doing the right (moral) thing and a sense of belonging or affinity with one another that leads to connection. [12:40] Fueling the future: Dan thinks "doing the right thing" in the auto industry might mean evolving from the internal combustion engine to "cleaner" vehicles.[13:10] Wisdom from Intel: Former Intel CEO Andy Grove once said that when he had to face a tough decision, he’d ask himself: What would my successor do? That question is a great tool for leaders, says Dan. “Would your successor say, Wait a second: We’re at the brink of this seismic change. I’m going to slow things down […] I’m going to try to restrict progress? No, I don’t think your successor would do that.”[13:39] Inside story: Dan says another powerful question to ask is: What story do you want to tell yourself in 10 years? It’s like making a phone call to Future You. Chances are, in 2032 you’ll either applaud yourself for being at the forefront of positive transformations in the automotive industry or regret being an impediment to them.[17:17] Office space: Does post-pandemic life mean going back to the office? Maybe not all the time. Dan thinks we “have to give people a reason and have some kind of logic behind it.” Companies that required their teams to return to in-person work in the fall got a rude awakening: “They would say, Okay, everybody, if you want to be committed, you’ve got to be back in the office. And everybody under 40 was like, Okay, whatever. I’ll find a new job, dude.”[10:44] Failure is a (valid) option: Most people don’t regret their failures as much as they regret not trying at all. He saw thousands of people who said, I started a business that totally flopped, but I’m okay with that. Because at least I gave it a try. For every one person who regretted a failure, “there were 40 or 50 who had the opposite kind of regret.”[15:01] More than it seams: Kintsugi is the art of mending pottery with precious metals. “The goal was not to pretend those cracks didn’t exist, but to put gold in the seams of those cracks so that it had a different appearance and became more beautiful — because of the cracks, not in spite of the cracks,” Dan explains. “I think that’s an interesting metaphor for regret, that all of us have these cracks in our life, but they can be a source of beauty. They should not be a source of shame.” [24:58] On Gravitas: Dan chooses three of Jan's 21 traits of authentic leadership and explains why authenticity, credibility, and vision are at the root of gravitas.Top quotes[4:39] Jan: I do not want leaders in this industry to have any regrets. Dan: Well, I think that's a good aspiration. I think the other aspiration should be to help executives in your industry, or any industry, learn from their regrets rather than slide past them.[8:19] Dan: “Regrets are almost always regrets of inaction: If only I had traveled more. If only I had asked him out on a date. If only I had started that business. Even connection regrets are often regrets about inaction. Moral regrets are often regrets about action. So it is an interesting distinction in the architecture of regret that tells us a lot about what makes human beings tick and what makes life worth living.”[11:16] Jan: It takes guts, obviously, to make a decision; it takes a belief and a commitment in yourself to make that kind of a change. And when I look at the leaders out there right now in automotive, I know that they know that the world is changing. There's massive disruption in this industry. And they're gonna need to break the mold of command and control.Dan: Absolutely. [11:56] Dan: "These four regrets give us some clues about what makes a coherent corporate culture. What do you want as a leader? What kind of culture do you want [?] … If you want a culture with some degree of stability (that's what these foundation regrets are about), which are fair pay, physical safety … in the automotive manufacturing process. So people don't feel precarious. But bonus regrets — not only do you want to be able to take chances, but you want to create conditions of psychological safety that allow your team to take chances if we are in this period of incredible disruption. And obviously we … can't do it alone. You need people on your team to speak up and [for] people on your team to take chances, you've got to offer some psychological safety. You've got to do the right thing." [12:40] Dan: "A lot of this disruption is ultimately about, in some ways, doing the right thing — particularly when it comes to the conversion from the internal combustion engine, which is burning fossil fuel, to vehicles that are cleaner."[16:27] Dan: “For a long time, an office was a place that had the equipment and the people […] the tools you needed to create wealth. And you certainly couldn’t afford them on your own. That’s no longer true. Being in the office was the only way to talk to the people you were working with. That’s no longer true. So what’s an office for?” [18:46] Dan: “I don’t know whether there are nefarious motives behind welcoming people back, encouraging, urging people back to the office. I just think it’s a retreat to the comfortable, a retreat to the known. People generally don’t like uncertainty. And so the idea is like, Wait a second, this is going to be like this forever? I don’t like that. Let’s just make it the way it used to be. That’s a pretty common human instinct. It’s generally a dangerous instinct, but it’s pretty common.”[24:28] Dan: “When you say no regrets, I don’t have any regrets, I never look backward — that is an act of an abject lack of self-awareness.”

A look back into the evolution of the way we work today, where we're headed, the most recent Gallup survey, my personal story, a surprising announcement from an OEM, and the questions we need to be asking ourselves BEFORE we write that back to the office policy.Learn more about creating your own internal company podcast Learn more about your host, Jan Griffiths in this short video Episodes referenced in this episodeStephen M.R. Covey - Trust & InspireJason Stocker - VolitionArticles and data sources Great Lakes Data & Analytics Summit23 Essential Gig Economy Statistics [2022]: Definitions, Facts, And Trends On Gig Work – Zippia40-hour work week: The history and evolution | Culture AmpMitsubishi Motors Announces Industry-Leading New Work-From-Home Policy‘Please, Come Back to the Office’Hybrid workThe Future of Hybrid Work: 5 Key Questions Answered With DataReady to take action on authentic leadership in your company?Download the 21 traits of authentic leadership e book Visit us at Gravitas Detroit for more tools.

This episode is sponsored by Lockton, click here to learn more Sandy Stojkovski’s career took off when, during her first year at Cooper-Standard Automotive — her first job out of college — the Vice President of Engineering hand-selected her to run a manufacturing operation. She’s been paying it forward ever since by taking chances on employees with potential.  “I told him that I didn't think I was qualified,” Sandy recalls. “And he did something I will never forget. He told me he was choosing me not for my experience, but for the potential, he saw in me.”After obtaining three degrees from the University of Michigan, Sandy climbed the ranks of seven positions at five different companies. Eventually, she landed in her current position as CEO of North America at Vitesco Technologies. Over the 18 years that have passed since she worked at Ford Motor Company by day and took master’s courses at night, she gained invaluable knowledge about business development. However, the most important lessons she’s learned are about leadership. Sandy's leadership model is an inverted pyramid structure rather than the traditional hierarchy with a CEO at the top and everyone else at the bottom.“It’s about the team,” she says. “I serve as a player and a coach for the team … I care, and it's about seeing the team succeed.”In this episode, Sandy shares hard-won lessons on how to overcome imposter syndrome, the mental health (and thus productivity) benefits of maintaining a routine, and how to build trust among your teams.“If a leader is trustworthy and is focused on competency, carrying sincerity, and reliability," she says, "everyone wants to follow you.”Other themes discussed in this episode: Gaining trust by showing you careWhy getting buy-in from employees is a slow but worthwhile process Why it’s important to attract and retain Gen Z employees (as well as how to do it)How to be the leader you wish you’d had in the past Featured Guest: What she does: Sandy is the CEO of North America at Vitesco Technologies, a Regensburg, Germany-based automotive supplier for “clean, smart, and electrified” drivetrain and powertrain technologies.  On Gravitas: “Anyone can carry on with the status quo. That's called a manager. In most cases, a leader with gravitas is willing to do the unpopular and sometimes uncomfortable work of creating a new vision, and leading people there.”Episode HighlightsTimestamped inflection points from the show[2:05] Back to the beginning: Sandy explains her background, from her roots in southeast Michigan as a varsity athlete, flutist and dancer to her extensive experience in the automotive industry as a planning analyst, engineering director, VP and eventually CEO.[16:26] Taking a leap of faith: Long after her first boss took a chance on her, Sandy realized he promoted employees based on potential instead of just demonstrated experience. She talks about how his approach influenced her approach to leadership.[20:01] Making up for lack of experience: One of the most important lessons Sandy learned early in her career was how to overcome imposter syndrome. She explains why putting in the work can help make up for lack of experience through on-the-ground learning.[23:49] ‘Be the leader you wish you’d had’: At a previous job, Sandy learned to gauge people’s reactions when a meeting was over. She finds that post-meeting, some of the best ideas tend to come out — particularly if the leader of that meeting wasn’t making others comfortable enough to share.[25:38] Flipping the pyramid: The majority of Sandy’s actions as a leader stem from her visualization of authority within her organization: It’s not a pyramid where she sits at the top as CEO. It's an inverted pyramid that starts with everyone working together as a team.   [28:27] Nurturing a safe environment: Sandy understands that if her team members don’t feel safe, they won’t perform at a high level. She demonstrates why in a world of VUCA (volatility, uncertainty, complexity, and ambiguity), it’s increasingly important to be transparent and ask for input in order to foster psychological safety.[31:38] Why it’s worth the extra time: Sandy is aware that her approach to leadership takes more time than simply giving commands. But she thinks it’s worth the extra effort because it takes a whole lot longer to get things done if there is no employee buy-in.[32:59] There is no team without trust: A discussion of Sandy’s favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why no company can function without trust: “Do you really think you can deliver the bottom line if you don't have your team? And do you really think you have your team if they don't trust you?”[36:26] The power of Gen Z: Sandy discusses her perspective on attracting and retaining Gen Z. She says it's important to learn what they need and want and provide as much of that as possible (for example, ask them about their ideal return-to-work policy).[42:07]  On Gravitas: Sandy’s definition of gravitas borrows from the David Foster Wallace definition of leadership: “It's not just enough to be visionary and to hope for a vision to come to reality,” she adds. “A leader with gravitas also isn't afraid to hope, and then uses even anger and courage to create a real pathway to achieving these harder, better things.”[44:34] Find a routine and stick to it: It’s easy to get stressed when you have a leadership role, especially in the COVID-19 era. Sandy explains why sticking to a routine in your personal life, such as her tradition of never missing a workout, can have positive effects on your work life. Top quotes[5:57] “He [her first boss] was really unique in seeing potential and choosing someone for potential instead of only demonstrated experience. So I am committed, as a leader, to continuing to pay it forward, looking for potential in others and not just demonstrated experience.”[20:55] “A pretty important piece of overcoming that imposter syndrome was to say, Hmm, if you work hard enough at it, you can figure it out. And it's really about how quickly you can figure it out — not about if you're going to fail or not.”[26:14] “I don't actually believe that being in leadership puts you at the top of the pyramid. I believe that it should be an inverted pyramid. It is about the team. I serve as a player and a coach for the team.”[28:50] “We need the best of all of our team members contributing and pivoting and bringing new ideas and information forward. So you've got to have a psychologically safe culture. And I believe it happens from being very collaborative. … instead of pushing decisions on people, it's about engaging.”[33:41] “If a leader is trustworthy, and is focused on competency, sincerity, and reliability, then you truly have the absolute ability to lead, and everyone wants to follow you. Because they see you care, they see you have the competency, they see you're sincere and reliable. This is what I focus on.”

This episode is sponsored by Lockton, click here to learn more Get Stephen's latest book Trust & Inspire, click hereStephen M.R. Covey wants you to trust your employees. And he wants you to do so by putting in the time to truly connect with them — while resisting the urge to micromanage.“You’re truly empowering people around an agreement with clear expectations and with accountability,” he says of his “trust and inspire” leadership model. “And with that, you can do so much more. People will actually judge themselves against the agreement and report back to you, instead of you having to hover.”Stephen’s leadership career began in 1989 when, after graduating from Harvard Business School with an MBA, and with nearly two years of experience as a leasing agent with Trammell Crow Company under his belt, he was at a crossroad.“I was really debating going back to [Trammell Crow] after getting my MBA when my father said, ‘why don’t you join with me?’” Stephen recalls. And when your father is the author of “The Seven Habits of Highly Effective People,” joining him is decidedly the correct choice. So, they worked together to create the Covey Leadership Center, and Stephen climbed the ranks from Client Partner to CEO over the course of the next five years. But eventually, Stephen realized he had more to offer the world, leading him to write three books around the concept of trust and inspire leadership.In this episode, he explains the ins and outs of this concept and why it’s the necessary replacement for the “command and control” model. “You win in the workplace when you build and inspire a high-trust culture, and you win in the marketplace when you collaborate and innovate. That’s how you stay relevant in a changing world,” he says. Themes discussed on this episode: How his father’s success influenced Stephen’s childhood and eventual career The difference between the command and control leadership model and the trust and inspire modelWhy Stephen believes trust and inspiration go hand-in-hand with innovation and winning Why gaining trust is a slow but worthwhile processWhy today’s digital-first and ever-evolving work environment deserves a new leadership modelHow believing people are innately good will lead you down a path of connection and collaborationThe difference between position authority and moral authorityFeatured Guest: Stephen M.R. Covey📽️ What he does: Stephen M.R. Covey is the former CEO of Covey Leadership Center, which maintains a mission to “develop principle centered-leaders of character and competence who elevate society.” Currently, he’s the Global Practice Leader of Global Speed of Trust Practice, the result of the merger between consulting practice CoveyLink and leadership training company FranklinCovey. He’s also the author of three leadership books, including his most recent, “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.”💡 On Gravitas: “The Greek philosophy of influence was expressed in three words: ethos, pathos, logos,” says Stephen. “What gravitas means to me— it’s ethos, pathos, and logos in that order, in that sequence. And so in my trust and inspire model is modeling, trusting, inspiring. … That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.”Episode HighlightsTimestamped inflection points from the show[2:54] Where it all started: Stephen discusses his childhood as the son of Dr. Stephen R. Covey, author of “The Seven Habits of Highly Effective People,” and why, after receiving his MBA, he chose the path of the family business rather than going out on his own. [7:45] ‘Something to say’: After scaling FranklinCovey, Stephen witnessed firsthand the weaknesses of the command and control leadership model. That’s what led him to become an author focused on a new, opposing leadership model: trust and inspire, which he explains here.[12:20] Sharing his knowledge: The most important lesson Stephen learned in the last few years, which has only been further proven by the pandemic, is that the best leaders know the difference between management and leadership. Here, he explains why “You manage things, but you lead people.” [17:06] Innovation is the key ingredient: Stephen believes if you don’t build a high-trust work culture, you won’t be able to collaborate or innovate. In this section, he discusses why trust leads to innovation, and innovation leads to “winning in the workplace, which is what will enable you … to win in the marketplace.”[23:29] Most people are good: All of Stephen’s actions as a leader stem from the basic belief that most people are good and worth being trusted. He explains why that’s a great starting point for a growth mindset.  [27:50] Slow and steady wins the race: Stephen recognizes that speed doesn’t always equal success. Here, he demonstrates why it’s worth taking the extra time needed to build trust among your employees so that in the long run, that high-trust work culture allows you to tap into their creativity and commitment. [33:31] Report back: Stephen says one of the most effective ways to gain and maintain trust is to empower people. He details one way of doing that: encouraging them to report back with details rather than micromanaging. [38:12] Trust = leverage: A discussion of his favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why connecting with people increases execution, ability and other important elements of a successful business. He then elaborates by explaining why “trust is … highly leveraged in our world today.”[42:06] The proof is in the pudding: Stephen discusses his most recent book and why it was important to include specific data to back up his arguments about the power of trust. [45:18] ‘One person’s strengths compensate for another’s weaknesses’: It’s easy to get competitive in the workplace. But what if you could transform that competitive spirit to a collaborative one? Stephen explains why his mindset is to “compete externally in the marketplace,but internally let's complete each other, let's be complementary”[46:29]  On gravitas: Stephen’s definition borrows from the Greek philosophy of influence, which he explained through ethos, pathos and logos: “That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.” Top quotes[5:57] “It is trust that makes our world go round. It is trust that makes our organizations thrive. And it certainly is trust that makes our relationships happy and joyful. If you can get good at building trust on purpose, what an advantage that is.”[8:50] “Now people are working from home, working from anywhere … [there are] so many choices and options for people. And it just really has made clear that command and control is not going to work in this new world of work.”[12:19] “You can keep a command and control mindset in the management of things. That can work. But as you work with people … trust and inspire is a far better approach … to bring out the best in them and, ultimately, the best in their oversight of the things and processes that they manage.”[28:35] “Be efficient with things and be effective with people. Taking the time to listen, to understand, to demonstrate respect and to involve people — while it takes time up front, you’ll move faster in the long run.”[44:22] “My job as a leader is to go first … I’m a steward. I have a responsibility, a job with a trust for those that I lead. It’s not just a position of authority, it’s a moral authority that I need to lead with. It’s a different approach.”

In this episode, Jan covers a few of the noteworthy topics in the automotive industry and how they relate to leadership.👉 Ford announcement on the EV split, how will this work?👉 Stellantis and a few more stumbles 🤦🏻‍♀️👉 "A golf club to a tennis match" Stephen M.R. Covey on command & control leadership👉 Surprise guest coming.......👉 A new podcast is on the way - check it out here, it officially launches on March 21Episodes referenced in this episode:-Stefan KrauseDoug ConantArticles referenced in this episode:-Ford separating EV business from ICE vehiclesTavares: Suppliers will need to eat cost to keep EVs affordableStellantis CEO, UAW spar over worker absenteeism after robust 2021 earnings reportBoost employee engagement with an internal podcast by Gravitas Detroit, learn more here. Meet your host Jan Griffiths and get ready to be inspired in this video short 

This episode is sponsored by Lockton, click here to learn more Buy the book The Blueprint -  6 Practical Steps to Lift Your Leadership to New HeightsKeeping employees happy and engaged while advancing a company is a delicate balancing act. Go too easy and the work doesn’t get done; go too hard on them and they check out. Right?Not according to Doug Conant, the former Campbell Soup Company CEO who unlocked the secrets of having both an engaged workforce and a thriving organization. When Doug took the helm at Campbell’s in 2001, sales were in decline. It was ranked at the bottom among the top 20 food corporations. Plus, Campbell’s leadership team clearly hadn’t been drinking their V8. In just a few years’ time, Doug was able to boost both morale and the company’s bottom line. The secret sauce is a combination of authenticity, servant leadership, and a tough-minded, tender-hearted management style. Doug thinks authenticity can be summed up with the phrase “what you see is what you get, and what you hear is what I believe.” He spent much of his career trying to please other people without being true to himself but found greater success after battling his own introversion.Doug and host Jan Griffiths have an enlightening, candid conversation about leading from the head and the heart — and how that combination drives success and workplace satisfaction. Themes discussed in the episode:Showing up with authenticityHow leadership can be both demanding and compassionateImproving employee engagementServant leadership as a two-way streetWhy introverts can be leaders, tooFeatured Guest: Doug Conant🥣  What he does: Doug is the founder and CEO of Conant Leadership, giving companies the tools to level up their leadership by leading from the heart. With an extensive C-suite background in roles at Nabisco Foods Company, Campbell Soup Company, and Avon Products, he is a celebrated New York Times best-selling author, speaker, and innovator in the field of leadership. 💡 On Gravitas: “[Gravitas is] authenticity. You declare a commitment to something and that’s how you show up, to a point where it’s just unquestionable. You have to be living and breathing it. It has to be the essence of how you show up every day.”Episode HighlightsTimestamped inflection points from the show[01:45] Doug’s professional journey: Doug boasts an impressive resume with senior roles at Nabisco Foods, Campbell’s, and Avon. He now is a keynote speaker and author on leadership. [05:46] What’s your story?: Doug gives an overview of his background. [07:57] The authentic zone: This principle is that “what you see is what you get, and what you hear is what I believe.” From there, it’s important to leverage your own talents to elevate the company or team.[10:03] Tough mind, tender heart: Doug says you have to be tough on standards while also being tender-hearted with people. [11:35] The three-year path: When you’re recruited into a leadership role, it’s likely because the person before you failed. You’re typically given about three years to prove results. [12:42] The people on the bus: Doug references Jim Collins, author of “Good to Great,” saying that when he started at Campbell’s, they didn’t have the right people “on the bus.” This led to Doug replacing 300 of the top 350 leaders at the company. [14:07] Skyrocketing employee engagement: By making such critical cuts to the management at Campbell’s, Doug showed the non-management employees that he had their backs. Employee engagement metrics went from four-to-one engagement to 77 to one, where 12 to one is a marker of an exceptional organization. [18:17] Dealing with fear: When a new leader steps in, some employees fear change or not “making the cut.” Doug deals with this by being clear about expectations and standards. [22:25] Weakness as a strength: Coming from a traditional, militaristic model of business, Doug worried people would think of him as weak. However, he was up-front in his interview process on how he intended to lead.[26:36] Courage is key: Many people aren’t aware of their convictions, but it’s important to explore them and have the courage to stick to your convictions. [27:26] Leading from your experience: Everyone’s leadership style is different because we all have different experiences. Chances are, you’ll be more successful being yourself than trying to fit in a mold. [32:10] The covenant of hard work: Doug is a proponent of servant leadership, with leaders performing as well for employees as they do for their own leaders. He also encourages forgetting perfection, as you only have to be as good as your competitor. [33:39] Dealing with toxic high performers: Clear expectations and continuous feedback can help to check bad attitudes in the workplace.[38:03] TSR (Total Stakeholder Returns): The traditional measure is Total Shareholder Returns, but Doug prefers to think of it as Total Stakeholder Returns. [40:58] On gravitas: Doug’s answer to this is simple: What you see is what you get. [42:24] The power of introversion: Doug outlines both the downsides of being an introvert and the benefits introverts bring to the table.[46:43] Advice for 25-year-old Doug: Doug follows the advice of Conan O’Brien: “Work hard, be kind and amazing things will happen.”

In this episode, Jan talks about the new supplier Terms and Conditions recently issued by automaker, Stellantis and what this means to the automotive industry.Topics covered include:- Command & control leadership, compliance vs conviction, remembering SCORE, the bottom-line impact of collaborative relationships and where do we go from here?Here are the links to the articles and episodes quoted in the podcast.Automotive News article dated 2/2/22Speed of Trust - Stephen Covey see section 9Supply Chain Management Review June 2014 - Lost supplier trustInterview with Mark Bole, General MotorsInterview with Stefan Krause, CEO MOOVFor more on authentic leadership email me directly at Jan@gravitasdetroit.com or visit our website at GravitasDetroit.com

How do you not just survive but thrive as an authentic leader at General Motors (or, indeed, anywhere)?It's not very often you come across a large number of people who rave about their boss. But self-described servant leader Mark Bole, Senior Executive at General Motors, Head of V2X & Battery Solutions, has a following. He firmly lives — and leads — in line with his values. “It's not the number of people that I lead — it's the number of people that I impact,” Mark says. Mark’s glittering career in leadership and management spans more than a decade in a diverse array of cultures across the globe. This has helped him appreciate just how powerful diversity makes an organization. When covid came, he sought opportunities in the challenges of remote work, embracing the need to adapt. It was about “learning to be more intentional and deliberate about those personal connections that came more naturally when we were in the workforce,” says Mark.In this episode of Finding Gravitas, Mark talks about connecting to the individual, the power of diversity, and leading by example — even (and especially) in failure. It’s about driving a culture where it’s okay to fail. Mark also discusses how leaders rely on their teams in creating an essential shared purpose. It’s important to always get better, but helping other people get better too is part of making an impact. “That resonates with people on a very personal level”, he says. “You see it work once: you do it again.” While storytelling and purpose go hand in hand, it’s crucial to be specific about common objectives. The combination of these things and “giving them wiggle room to learn, be creative and innovative,” is Mark’s approach to authentic leadership — and it works.Mark and host Jan Griffiths discuss servant leadership as well as how harnessing the power of diversity unlocks real business potential. Themes discussed in this episode: ●     Bringing your whole self to work●     Living and leading in line with your personal values●     Building a joint purpose with people●     Cognitive diversity and making people feel safe●     The simplicity of listening to people in order to support them●     Not needing to have a specific plan●     Following up as a measure of personal accountability  This episode is brought to you by Gravitas Detroit and the power of the internal company podcast, boost employee engagement, and amplify your authentic leadership message today – for more information click here Featured Guest: Mark Bole 📽️ What he does: Mark is Head of V2X & Battery Solutions at General Motors, with a mission to help GM realize customer, financial and environmental benefits through energy services. A community leader in Detroit serving on boards and supporting initiatives across the city, Mark has traveled the world extensively during his career, holding positions in international operations and leading joint venture relationships. 💡 On Gravitas: “It's really getting better every day — not [just] yourself, but helping others get better. [It’s] people being able to trust you and just know you're going to do the right thing.”  Episode HighlightsTimestamped inflection points from the show [3:47] Origin story: Husband and father first, worker second, Mark discusses his glittering career spanning decades across the globe and how it led him to where he is today at GM. His parents instilled in him the values of respect and consideration, and he still carries them today.[10:51] The value of cultural exposure: Being an outsider can have its perks. “Many of us go through life with unconscious biases around diversity and inclusion,” he tells Jan. Through experiencing diverse cultures, “you suddenly get the ability to experience what [being an outsider] feels like”.[12:40] Creating psychological safety in the workplace: Jan and Mark talk about the importance of a leader connecting with the individual in order to empower them.[15:14] Thriving — not just surviving — as an authentic leader: Mark discusses the importance of awareness in making an impactful difference, and how to teach and learn from failure.[24:03] Leadership key ingredients: Mark shares what he’s learned is the most effective combination for being a better leader.[26:31] The power of diversity: How to embrace diversity and empower your team for the best results. [32:18] Pandemic pointers: Mark has found opportunities during the crisis, and has learned to be more intentional and deliberate about personal connections that came more naturally in the physical workplace. [35:37] Attracting Gen Z: Mark and Jan discuss tips for attracting the newest workforce entrants and how to leverage the gig economy to your advantage. [40:57] On Gravitas: It’s getting better every day and helping others to do the same. It’s also building and maintaining integrity. [44:29] Setup for success: Mark describes how he starts the day and shares some invaluable tips and tricks on personal accountability. First: managing expectations — be it within the relationship, the day, or the product. Second: “If I say I'm going to do something, and I don't do it, I follow up. I don't just let it slide.”

Learn more about creating your own internal company podcast There’s never been a greater need for honesty and transparency — for people to tell it like it is.Enter Lynn Kier, VP Communications at Diebold Nixdorf, who talks about the importance of embracing your authentic self to further your personal mission.Lynn began her career in 1997 as a financial analyst. After five years, she realised that simply putting her head down and working hard wasn’t the answer. She moved into the automotive industry and later worked her way up to the top of her game in communications. She currently serves on the Forbes Communications Council What’s the magic ingredient for effective communication? “You’ve got to tell stories,” Lynn says. “If you look at all the people who are really successful, they're telling stories. And it resonates with people.”On this episode of Finding Gravitas, Lynn talks about the professional challenges she’s faced throughout her career, the importance of self-promotion, and how to bring your authentic self to the table. Lynn is a strong advocate of empowering your team to empower you. This is “what really sets an authentic leader apart,” she says.Lynn and host Jan Griffiths discuss traditional weekly meetings versus daily huddles, which are part of a key strategy of Laura Lawson, Chief People Officer at United Wholesale Mortgage. While meetings tend to just end up being about bringing the boss up to speed, huddles bring a team together like a family, Lynn points out.There’s a growing need for authenticity in business, particularly on social media. Don Akery, President of TTI Americas, has spoken about the need to evolve along with the workforce while staying true to core values. At the younger end of the spectrum, ambassador for millennials and mobility Katelyn Davis owns her voice and her authentic self regardless of title or company.  Themes discussed in this episode:●     Lynn’s career in communications and the art of self-promotion●     What makes the culture of Diebold Nixdorf so special●     The crucial role of communications and using your own words●     The importance of storytelling in business success●     Refining your personal mission and bringing your authentic self to the table●     Finding your voice on social mediaFeatured Guest: Lynn Kier 🏦 What she does: Lynn is VP of Communications at Diebold Nixdorf, a major bank innovation and retail technology company. With a breadth of experience in the finance and automotive industries, Lynn is leading with a powerful vision of authenticity.💡 On gravitas: “I have a lot of value to add. And I'm going to do it my way. It'll resonate with some and maybe not with others. But you’ve got to be human. You’ve got to relate.” Episode HighlightsTimestamped inflection points from the show [3:03] Origin story: Lynn discusses her background, moving from finance to automotive, and how “networking is everything — who you know is everything.”[7:50] On self-promotion: At GM, Lynn learned to “self-promote and champion” herself, she says. “You have to lobby for yourself because nobody else is going to do that for you.” Just as importantly, Lynn urges you to “be assertive — maybe be a little aggressive. Don't stop asking for what you want.”[9:03] How to stand out: Technical knowledge is rarely what sets people apart. For her, “it was the relationship-building," she says. "It was listening to the opportunities that were out there. It was gaining the trust and support of the customers. And it was being present. It was so much fun.”[10:43] We’re more capable than we think: “You can do just about anything that's put in front of you,” explains Lynn. “You know how to do the job, and how to motivate people to get the job done.”[16:34] Learning lifelong lessons the tough way: “If you can survive and thrive in the automotive industry, you can do anything,” says Lynn, who took the experience from hard-won battles with her as she moved forward in her career. Now, "I love who I work with," she reports. "I love the culture. I love our mission. And I have fun, even with the [COVID-19] crisis.” [21:24] Daily huddles work wonders: Jan and Lynn discuss why weekly meetings or monthly reviews don’t work as well as short but powerful daily huddles.[24:49] Real leadership: “You have to know that your leader has your back. Then you aren't afraid if something doesn't go according to plan, because we can't control everything,” Lynn clarifies. She once saw a note another leader sent to his colleagues during a crisis: Hey, we're all in this together. We did the best we could at the time, [but] we are going to come up with another plan. And we won't let this happen again." [29:06] Communications advice for a changing world: Leaders must listen to their communications teams, but Lynn says telling stories and being authentic are absolutely crucial: “Show the company for what it is — not as a machine. Remember that people are human beings.” [34:57] The power of storytelling: If the mission statement can’t be repeated, remembered, or understood, it’s too complex. It “has to be straightforward and clear," she says. "The power of a story is that it resonates with people.” The story should be relatable to a 10-year-old. “Then you tell your customers or CNBC, or you tweet it. It's pretty simple.”[42:04] The importance of your true, authentic self: “Over the years, through experience and observation, you realize: I'm not adding value to this company at the level I could if I'm not me. They hired me, and if I don't bring me, I'm not giving them the best. You’ve got to be your true authentic self.” [55:21] Looking back on the self a quarter-century ago: Knowing what she knows now, Lynn would’ve told her past self coming out of grad school to “go, soar, and just be your authentic you. Your best asset is you.”